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1、Stepping into the future of controllershipFrom accounting to insightTable of contentsSetting the stage 1Section I:The current state of controllerships evolving landscape 2Section II:Envisioning a controllership of the future 8Section III:Controllership of the future is now 12Propelling forward 15Ste
2、pping into the future of controllership|From accounting to insightDeloittes1 Center for ControllershipDeloittes Center for Controllership is a research,resource,and collaboration center that helps chief accounting officers(CAOs),corporate controllers,and others in the controllership function Deloitt
3、e helps organizations effectively navigate business risks and opportunitiesfrom strategic,reputation,and financial risks to operational,cyber,and regulatory risksto gain competitive advantage.We apply our experience in ongoing business operations and corporate life cycle events to help clients becom
4、e stronger and more resilient.Our market-leading teams help clients embrace complexity to accelerate performance,disrupt through innovation,and lead in their industries For more information about Deloittes Center for Controllership,please visit wwwdeloittecom/us/cfcIMA(Institute of Management Accoun
5、tants)IMA is one of the largest and most respected associations focused exclusively on advancing the management accounting profession.Globally,IMA supports the profession through research,the CMA(Certified Management Accountant)and CSCA(Certified in Strategy and Competitive Analysis)programs,continu
6、ing education,networking,and advocacy of the highest ethical business practices.Twice named Professional Body of the Year by The Accountant/International Accounting Bulletin,IMA has a global network of about 140,000 members in 150 countries and 350 professional and student chapters.Headquartered in
7、Montvale,N.J.,USA,IMA provides localized services through its four global regions:the Americas,Asia/Pacific,Europe,and Middle East/India.For more information about IMA,please visit wwwimanetorgStepping into the future of controllership|From accounting to insight1For more than a decade,the global acc
8、ounting profession has been undergoing one of the largest transformations in its history.To meet current and future demands,an evolution from value reporting and preservation to value creation and strategic business partnering has become essential.As controllers progressed along this journey,control
9、lership functions were met with the disruptive impacts of the COVID-19 pandemic,accelerating transformative shifts already underway.Well beyond a sharp pivot to remote working,this disruption catapulted forward the need for critical skills,tools,and resources,ushering the not-so-distant future of co
10、ntrollership into a present-day reality.The pandemic exacerbated gaps that already existed between controllership offerings and business needs.Despite challenging circumstances and market uncertainty,controllers were met with increased demand for elevated strategic insights,supporting leading real-t
11、ime data and analytics tool integration,and more efficient and agile operations.This increased demand prompted considerable investment in people,processes,data,and technology,specifically in initiatives around further developing competencies as well as automating accounting and reporting to organize
12、 underlying data.2 As a result,automation,data integrity initiatives,and talent development are on the rise Controllership has an opportunity to enhance its role and serve as a key enabler for organizations to grow and thrive Our research aims to assess how prepared controllership is to meet future
13、business demands and highlight some actions that finance and accounting leaders can consider to increase their teams preparedness in the fast-paced,complex,and increasingly digital age.In fall 2021,IMA and Deloittes Center for Controllership conducted a global survey of more than 1,300 finance and a
14、ccounting analysts,managers,directors,controllers,and CFOs.Following the survey,a series of interviews were conducted with experienced finance and accounting leadersThis report presents the findings from these surveys and interviews,offering insights into the current state of controllership and expe
15、ctations of future demands.We explored how accounting and finance professionals perceive preparedness of their teams for the future,identified potential areas for improvement,and proposed strategies that can be considered to bolster controllerships value delivery.These insights inform our guidance o
16、n how controllers and their teams can develop a strategic framework that prioritizes the skills and competencies,workplace culture,and emerging technologies needed to optimize functional value delivery and empower a new controllership of the futureSetting the stageStepping into the future of control
17、lership|From accounting to insight2Section I:The current state of controllerships evolving landscapeControllership,still early in its transition,sees challenges amid a seismic shift in the landscape to find its footing and provide enduring value to the organization.The ongoing transformation of the
18、controllership function has caused a major shift for finance and accounting professionals.The rapid pace of change and ever-evolving technological landscape has prompted acceptance of a new reality in which accountants and financial professionals refocus attention to strategy and modernize their rol
19、es to leverage digital technology.Notably,there is a continued need to standardize and automate non-strategic finance processes with emerging enterprise resource planning(ERP)platforms or other workflow automation tools.Strengthened demand for infusing flexibility into finance cycles and enabling re
20、al-time reporting and insights is transforming the work controllership function members perform,particularly as it relates to analytics and predictive forecasting.This demand is also transforming the workforce,as professionals with technology and analytics;business acumen and operations;and strategy
21、,planning,and performance management skills and competencies become some of the most coveted in the talent pipeline3 Controllership in a digital world necessitates operating with continuous drivers of change,which continue to impact the work,workforce,and workplace of organizations.The impact of acc
22、elerated transformationThe sudden global impact of the COVID-19 pandemic imparted major disruption on a scale and magnitude so large it may still be near impossible to measure.No industry,field,or country was immune to its effects,and the finance and accounting fields are certainly no exception.The
23、pandemic accelerated the transformation the finance and accounting profession has been undergoing for years by prompting organizations to expedite technology adoption,refine digital transformation strategies,and frequently demand efficient strategic insights4 The unprecedented circumstances have tes
24、ted controllers aiming to provide value to their organizations amid significant and sudden disruption as activities that were considered components of Finance of the Future suddenly became a present-day necessity.5 While there was a heavy initial focus on enabling remote working environments and clo
25、sing the books from a distance,the pandemic also gradually led companies to recognize single points of failure and the need for greater resiliency and agility in their processes.In addition,while COVID-19 drove the need for real-time information and insights to respond to and prepare for marketplace
26、 uncertainty,there have been mixed results for successfully increasing the overall pace of automation implementation and the adoption of a clear path to a functioning modern finance factory.6While disruption introduced many challenges,it also presented a unique opportunity for strategic controllers
27、and finance leaders to examine the lessons learned through the rapid transformation experience and rethink many aspects of how they function.These reflections offer a chance to elevate the maturity of controllership in critical domains and lay the foundation to deliver more value in a post-pandemic
28、world.Controllers can begin reaping the benefits today of the adoption of transformative technology and governance needed for survival This report provides considerations for a path to moving forward with a better understanding of what is needed to meet the demands of controllership functions7 Stepp
29、ing into the future of controllership|From accounting to insight3Controllership in the Green(CiG)Amid the controllership functions current state of transition,most professionals feel only moderately prepared,at best,without a clear vision of a future state.Deloittes CiG is a framework for the future
30、 state that focuses on core areas of controllership that drive maximum value.The CiG framework serves as a benchmark of where controllers want to be(“in the green”).The CiG tree depicted in figure 1 highlights the dynamic framework that encompasses the accounting and common information model domain
31、that reflects financial health,business growth,and sustainability in this era of technological advancement The CiG framework informed the core domains and enablers for the current and ideal future state of controllership explored in this report.The frameworks core tenets were leveraged in design of
32、this studys survey to inform maturity levels and expectations for key controllership areas.These core“domain areas”include financial close,consolidation,reporting,and financial planning and analysis(FP&A).To identify challenges functional teams face during transformation and identify key inhibitors
33、of desired maturity levels,we also incorporated CiGs key enablers that are designed to effect change and add value:technology enablement,data and analytics,governance and compliance,and delivery model.Figure 1:Controllership in the Green framework treePresentation title3Copyright 2022 Deloitte Devel
34、opment LLC.All rights reserved.Upskilled,technology savvy accountants with cross-functional experience are the new normal24/7 virtual delivery models are transforming the traditional accounting departmentWorkforce of the future is altering the traditional 8am to 5pm cubical model DELIVERY MODELContr
35、ollership in the GreenESGImplementing leading class technology enables strategic controls modernization Continuous controlmonitoring harnesses the power of analyticsGovernance accelerates digital transformationGOVERNANCE&COMPLIANCEIn-memory ledger unlocks immediate and consistent financial informati
36、onProcess automationimproves the employee experience and bottom lineThe cloud delivers on thepromise of seamless record to report processesENABLEMENTTECHNOLOGY Harmonized data fuels analytics enabling critical business analysis and decision makingAdvanced analytics are becoming a competitive advanta
37、geHuman capacity is unleashedto elevate insights and business partneringDATA&ANALYTICSStepping into the future of controllership|From accounting to insight4The current state of controllership While most controllership functions have begun a transformation journey by strengthening core competencies a
38、nd abilities through key enablers,there is a long road ahead to a controllership destination that is“in the green.”Benchmark:How far along on the transformation journey are controllership functions?When asked,76%of respondents report their controllership function has begun its transformation journey
39、.Of those whose transformation journeys have begun,nearly all(95%)assert they have more work to do or are not progressing quickly enough.When exploring perceptions of preparedness further,nearly two-thirds of respondents(62%)report their controllership function is not prepared or is,at most,only som
40、ewhat prepared to meet future demands.Variations in the level of preparedness were observed by location and role.Respondents from Europe,the Asia-Pacific region,and the United States are least likely to view their functions as prepared,with fewer than one-third reporting they are very prepared or ex
41、tremely prepared(figure 3).There is acknowledgment that local expectations to meet future demands vary and likely influence the perceived preparedness by region.*When exploring various roles across the function,we observed that functional team members identifying as accountants or analysts are most
42、likely to view their functions as prepared(39%shared this view)relative to their functional colleagues in organizational leadership roles,such as managers,directors,and controllers Supplemental discussions on this topic reveal that leaders are often closer to the strategic,longer-term view of opport
43、unities that exist for their functions and,thus,may have a greater appreciation for how much room for growth their teams have To better understand the key drivers for the lack of preparedness,we sought to examine the maturity gaps within the controllership function through the lens of the four CiG e
44、nablers:Data and Analytics,Governance and Compliance,Technology Enablement,and Delivery Models.We took both a strategic high level view of the four enablers and a detailed tactical view of transformation focus areas when performing this assessmentWhen exploring maturity,we utilized five key stages o
45、f the maturity continuum:initial,emergent,structured/defined,integrated,and optimized8 See footnote*for the context survey respondents were provided for each category.Figure 2:Current state of the controllership transformation journey Initial(have not begun exploring or evaluating)Emergent(evaluatin
46、g options and planning for implementation)Structured/defined(path forward defined,implementation underway)Integrated(implemented,delivering value,opportunity for streamlining and optimization)Optimized(widespread implementation,creating value,continuous improvement)Do not have plans to undergo trans
47、formation7%Planning to begin our transformation journeyMade a lot of progress but still have more work to doTransforming but not quickly enoughCompleted transformation journey11%46%32%4%Stepping into the future of controllership|From accounting to insight5Leveraging these maturity stages,surveyed co
48、ntrollership and accounting function professionals report they are least mature in data and analytics with nearly half of respondents(46%)identifying with initial or emergent maturity in this area.Respondents report their controllership functions are most mature in governance and compliance with nea
49、rly two-thirds(65%)stating they have achieved maturity in this area.(figure 4).Sixty percent(60%)of respondents identified both the technology enablement and delivery model enabling areas to be more mature in comparison to data and analytics,but slightly behind governance and compliance,the most mat
50、ure focus area Figure 3:Preparedness of the controllership function to meet demand by regionNot prepared at allExtremely/Very preparedSomewhat/A little preparedCanada39%61%India5%54%41%Middle East&North Africa 4%46%50%Global3%37%60%US3%33%64%Asia-Pacific5%31%64%Europe1%25%74%Stepping into the future
51、 of controllership|From accounting to insight6Figure 4:Current state maturity level of key enablers InitialEmergentStructured/DefinedIntegratedOptimizedData&Analytics3%15%18%31%33%Technology Enablement5%22%10%30%33%Governance&Compliance7%12%20%30%31%Delivery Model4%12%23%29%32%Stepping into the futu
52、re of controllership|From accounting to insight7A team of approximately 40 Deloitte Controllership professionals researched and developed the four key enablers and linked two to three drivers of transformation to each enabler Figure 5 presents transformation focus areas for each key enabler.The lagg
53、ing technology-enabled analytics transformation area at a tactical level was the key driver to the low data and analytics maturity,followed by a low preparedness in data alignment across systems.Respondents identified that a lack of upskilled technology-savvy accountants contributed the most to the
54、overall low delivery model maturity.While governance and compliance is the most mature,respondents identified that lack of preparedness in the transformation areas of automated control monitoring and an optimized governance program as the leading causes for the 35%maturity gap overall.These findings
55、 reveal that the current state of controllership is characterized by a broad recognition of the impetus for transformation,acceptance of the need to evolve,and commencement of transformation journeys.Through these transformation efforts,controllership functions seek to implement new initiatives,stre
56、ngthen functional abilities,and adopt emerging technology solutions.However,the function still falls short of meeting the increased demand in the short term for a holistic shift from accounting to insight delivery as strategic business partners.Learning from finance and controllership functions furt
57、her ahead on the transformation journey and gaining clarity on a model for a successful transformation journey is essential to empowering functions to set appropriate goals and meet current and future demandsFigure 5:Controllership in the Greens key enablers and maturity driversTechnology Enablement
58、Governance&ComplianceDelivery ModelLedger enabled by in-memory computingProcessAutomationCloud-basedfinancial systemsData&AnalyticsAlignment of data acrossall systems to common format and structureTechnology-enabledadvanced analyticsStrategic controlsmodernization through leading technologyDiverse t
59、alentAgile operationaldeliveryFlexible workingarrangements(variedgeographic locations,remote work,challenging 8-5 cubicle model)Continuous controlmonitoring empoweredby automation andanalyticsOptimized governanceprogramStepping into the future of controllership|From accounting to insight8Section II:
60、Envisioning a controllership of the futureTo understand what the future may look like for controllership,respondents were asked what they envision for the function in the near and long term To assess preparedness for the future,we compared preparedness between the current state of controllership and
61、 the vision for the future Preparing to meet future demands During this period of rapid growth,it is common to ask,“Am I ready to meet future demands?”,“What is my function doing to prepare for this transformation journey?”,or“How can I assess my functions current state relative to expectations?”Eac
62、h of these questions can be addressed once demands and enablers are identified.Each controllership role has a mix of strategic and tactical responsibilities.The challenge is striking and maintaining a balance between both responsibilities when real-world circumstances tip the scales in favor of stra
63、tegic activities and reducing focus on traditional core tasks might increase risk,compromise assurance,or weaken the control environment.Survey participants shared that controllers are often expected to execute both strategic and tactical responsibilities with limited resources,suboptimal systems,ta
64、lent gaps,or lack of support.With the increased need for the controllership function to serve as business partners,fewer than one-third of respondents report they have successfully implemented initiatives that allow them to deliver value through cross-functional collaboration as a business partner(f
65、igure 6).Heightened uncertainty has given rise to greater demand for real-time information and insights,stimulating the accelerated adoption of emerging technology.When this reception manifests as automation of accounting and reporting tasks,it enables controllership functions to provide more strate
66、gic value to the organization and break down historical silos that may exist between persons performing traditional accounting,reporting,and control activities and those accountable for other tasks,such as FP&A.Effective business partnering requires multidisciplinary,cross-functional team collaborat
67、ion;stronger business acumen;and ensuring controllers have a seat at the tableThe transformation underway also creates an opportunity for the controllership function to evolve its use of technology and generation of data-backed solutions.The move toward driver-based accounting and reporting frees up
68、 resources no longer burdened by mundane tasks,enabling the delivery of information and insights that business leaders need to make evidence-based decisions with confidence.This evolution and accompanying opportunity redefine controllership to include ownership of the insight around existing activit
69、ies and enable development of stronger foresight of strategic direction to come This opportunity is a true transition into the strategic business partner role Enablers to meet demands of controllership Based on current maturity levels,responding controllers feel they are only somewhat prepared to me
70、et the demands of the controllership function over the next three to five years.To assess how prepared controllership is to meet demands on a controllership of the future,expectations of the end state of the transformation journey were explored in four key enabling areas:technology enablement,govern
71、ance and compliance,data and analytics,and delivery model.Nearly two-thirds of respondents believe integrated or optimized maturity levels will be necessary across all four enabling areas for the controllership function to meet demands in the next three to five years.Specifically,62%of respondents s
72、tated that technology enablement and data and analytics need to be integrated and optimized.These views were shared by 60%of respondents for delivery model and 59%of respondents for governance and compliance This highlights a near even distribution of the importance of maturity across all four areas
73、 of transformation(figure 7).Figure 6:Maturity level of controllership functions service as cross-functional business partnerInitial/Emergent44%Structured/Defined27%Integrated/Optimized29%Stepping into the future of controllership|From accounting to insight9Figure 7:Maturity level that will be requi
74、red in three to five years to meet future demandsInitialEmergentStructured/DefinedIntegratedOptimized6%27%12%37%18%Data&AnalyticsDelivery Model6%26%10%37%21%5%26%10%36%23%Governance&Compliance5%11%21%39%24%Technology EnablementStepping into the future of controllership|From accounting to insight10Fi
75、gure 8:Progress needed to meet future demand Financial Close59%41%Consolidation36%64%Reporting40%60%Financial Planning and Analysis65%35%PlanningReconciliationsAccounting standardsStatutory reportingProfitability analysisTaskmanagementIntercompanyManagement reportingBudget and forecastJournals and a
76、llocationsCash flowStrategic business supportVariance analysis10-K 10-Q anddisclosuresESG-environmental,social,and governanceGreatest progress neededLeast progress neededStepping into the future of controllership|From accounting to insight11Within the four key domain areas exploredfinancial close,co
77、nsolidation,reporting,and FP&Arespondents identified FP&A as the area in need of the greatest progress to meet future demands with 65%of respondents ranking this first or second for the area with greatest progress needed.Respondents identified consolidation as the domain area with the least amount o
78、f progress needed to meet future demands,with only 35%ranking it first or second out of the four domains.Within the respective domain areas,the major activities identified as those in need of the greatest progress are:1 FP&A:56%ranked planning 1 or 22 Financial close:60%ranked balance sheet account
79、reconciliation 1 or 2 3 Consolidation:75%ranked accounting standards 1 or 24.Reporting:82%ranked management reporting 1 or 2A full list of the specific activities presented for each process area is available in figure 9.Survey findings reveal that immature enabling areas and domain areas drive signi
80、ficant gaps between the current maturity of the controllership function and demand in the next three to five years.The survey results show that most responding controllership functions are not ready to meet demands of the future.The ability to identify the maturity of specific transformation areas a
81、nd major domain activities is the first step in the controllership transformation journey.Once these gaps in maturity are identified,controllership functions can begin initiatives to fill the maturity gap to meet future demand.The following section can act as a road map to provide insights to help g
82、et the journey started.Figure 9:Limiting factors to transformationLimited financial resourcesNot enough time to devote to transformationLack of expertise to progress implementationLimited resource capacityAdditional limiting factors to transformation include:Lack of executive sponsorship,Absence of
83、roadmap or actionable plan,Insufficient change management,Low sense of urgency/commitment to change,No defined vision for the future,Inadequate engagement offunctional team members,Poor data quality,Lack of governance,Organizational culture not aligned with vision,Lack of cross functional collaborat
84、ion33%40%26%33%More than one response available in survey question.Stepping into the future of controllership|From accounting to insight12Controllers and finance professionals are not ready.Transformation journeys are underway,but controllers and finance professionals who participated in our survey
85、report their functions are not yet prepared,and they are not ready to shift their primary focus to serve their organizations as strategic business partnerseven as the need to do so continues to increase.Whether ready or not,controllership of the future is here.Closing the gap between where many orga
86、nizations perceive they are and where they need to be can lay a foundation for driving transformationRoadblocks to transformation For respondents reporting they have not yet achieved optimal maturity across all enabling and domain areas we asked them to indicate the top factors that limit their func
87、tions ability to reach desired maturity levels(from a list of several factors).The top four barriers to successful transformation initiatives are a lack of time to devote to transformation,limited financial resources,limited resource capacity,and lack of expertise to progress implementations(figure
88、10).Given this context,we present a series of strategies and actions across each domain area that controllership functions can consider to better prepare for the future that is already here.Enabling technology solutions Respondents identified FP&A as the domain area most in need of progress to meet
89、the future demands of the controllership function.As such,prioritizing investments in both automation and cloud ERP technologies can help redefine reporting structures;enable agile finance planning;and augment big data,analytics,and predictive modeling to inform and empower planning,analytics,and ov
90、erall business strategy and decisions.The following content defines these major domain activities and outlines the impact they have on addressing FP&A maturity gaps.Elevating data and analytics Now and into the future,data will provide the foundation for any successful finance organization.Organizat
91、ions will rely heavily on data for strategic insights,enhanced analytics,and more driver-based reporting frameworks.As a result,data quality and analytics capabilities are both crucial to finance and controllerships performanceRedefine the finance data modelRedefining the finance data model starts w
92、ith expanding the definition of data.Broadening the data to include a mix of drivers,internal and external information,and flexibility for unstructured and asynchronous data supports both transactional processes and reporting requirements in finance.It also expands its utility to inform strategy and
93、 planning,market and competitive research,and business operations Remodel finance analyticsPlanning and forecasting have always been critical to anticipating future needs and events for overall success in finance.Throughout the pandemic,many companies realized they had to better predict the unexpect
94、ed amid a myriad of issues they did not anticipate or plan around Enhanced planning and scenario modeling can drive agility,resilience,and more informed strategic planning about what may be coming down the road for an organization.Gathering and processing larger amounts of internal and external info
95、rmation or pairing financial and nonfinancial data to factor in relevant context can aid in refinement of analytics exercises and reimagining the art of the possible Partnering with operational teams to understand data sets they have available is also critical along this journey.Controllership teams
96、 can prioritize and improve financial analysis by automating processes to free up talent,procure leading analytics applications,and identify and develop use cases to showcase the value of new forecast modelsSection III:Controllership of the future is now The journey to a new controllershipStepping i
97、nto the future of controllership|From accounting to insight13Develop agile forecasts with scenario planning Scenarios do not predict the future.They are stories about what the future may look like,not stories about how the future will look.Scenarios are hypotheses about what could happen,designed to
98、 shed light on new opportunities or hidden risks.They are flexible and agilecreated using uncertainties through a process of imagined possibilities.Bolster governance and compliance assurance While the governance and compliance domain is reported by respondents as the area in which controllership fu
99、nctions are most prepared to meet future demands,this domains specific transformation areas of continuous control monitoring and optimized governance were identified as immature To close the gap,controllership functions can consider standing up a data governance structure within finance and controll
100、ership that leverages a new finance data model Building the modern data model with clearly defined data ownership of the broader models elements and a governance structure that may leverage data czars or councils to manage the framework across multiple functions and cross-functional process areas ca
101、n help drive optimization This centralized data governance can also enable more timely information dissemination and transfers between reporting cycles and driver-based insights to meet evolving internal needswhich includes the future demands of the financial close process Prioritize financial close
102、 and process efficiency Financial close remains essential,and the demands of the reporting environment are increasing even with the current cyclical reporting structure.Companies have internal deadlines requiring estimates and accruals to fulfill statutory reporting obligations.One of the most time-
103、consuming activities in the close today is the effort to reconcile balance sheet accounts to verify transactional accuracy,a critical process that informs financing and investment decisions.Beyond reconciliation,there are still some limiting factors to the financial close such as manual processes an
104、d activities that are error-prone or time-consuming.As the adoption of continuous accounting increases,the manual nature of historical processes,inflexibility of old systems,and introduction of new procedures pose additional challengesHowever,controllership teams can prioritize and improve the finan
105、cial close with structured improvement programs that prioritize specific areas of the close for automation and reengineering.Cloud-based systems can also enable centralized data management,which could be transformational for close processes.The new financial systems with centralized data will requir
106、e significant changes to the financial processes but can serve as a time-saving investment in the eventual move to automated close and real-time reporting.Figure 10:Financial close prioritiesGreatest progress neededLeast progress neededVariance analysis60%40%Journal entries and allocations41%59%Clos
107、e calendar/Task management46%54%Balance sheet account reconciliation54%46%Stepping into the future of controllership|From accounting to insight14Leveraging new delivery models As the transformation of the end-to-end processes moves toward automation and traditional reporting shifts to complex real-t
108、ime insights,the opportunity emerges for integration and collaboration across functions.Alongside the ability to produce real-time information,these integrated functions can then utilize new delivery models to realize more tangible value,empower well-informed and agile forecasting and decision-makin
109、g,and provide greater contributions to the business strategy.To accomplish this,many controllership functions that have progressed along their transformation journeys have redefined their organizational structure to break down historical silos and introduce delivery models that leverage alternative
110、talent models and process standardizationKeep the benefits from the remote workforce Remote work was a necessity throughout the pandemic,but it also introduced many benefits.Now the remote modelin some capacityis here to stay,and it continues to offer many opportunities for organizations and the fin
111、ance workforce.The model provides organizations with access to global talent pools,specialized resources,and alternative staffing models that may have been previously inaccessible.In addition,the talent strategy may adapt to a remote or hybrid environment by tapping into a dispersed workforces cost
112、efficiencies,unhindered by location or timetables.The likely hybrid model has not been fully defined for the long term.Still,organizations will need to find a balance that provides the historical benefits of the physical workplace without losing the clear advantages of the remote work environment.Ut
113、ilize automation tools to free up resources As respondents controllership functions report they have yet to fully step into their roles as strategic business partners,persistence of manual tasks,limited resources,and rigid processes are frequently cited as barriers to progress Business process reeng
114、ineering and automation of manual activities can strengthen or expand core skill sets,create more time to focus on higher-end activities,and contribute to delivery of insights that yield more confident,risk-intelligent decisions.Explore alternative workforce modelsIf capacity and manual processes ar
115、e blockers,organizations can work to address those barriers and successfully implement initiatives by addressing capacity through alternative workforce models.For example,organizations can gain capacity through gig workers,interns or temporary staff,and other creative,flexible work models.You can al
116、so build partnerships with third-party professional services firms to increase capacity,supplement skills,and benefit from demonstrated approaches and leading practices.The key to automation and alternative workforce models is to break activities or processes down to clear sets of independent or mod
117、ular tasks that utilize these models,then integrate them back into the overarching process.Stepping into the future of controllership|From accounting to insight15Propelling forward1 As used in this document,“Deloitte”means Deloitte&Touche LLP,a subsidiary of Deloitte LLP.Please see for a detailed de
118、scription of our legal structure.Certain services may not be available to attest clients under the rules and regulations of public accounting 2 Mike Danitz et al.,Crunch time series:Finance 2025 revisited,Deloitte,2021.3 Ibid4.Mike Danitz,“Finance 2025:Eight predictions about the future of Finance.r
119、evisited,”Deloitte Dbriefs webcast,September 29,2021.5 Ajit Kambil et al.,“Charting a new course for controllers in the post-pandemic world,”Deloitte CFO Insights,April 2021.6 Danitz et al,Crunch time series:Finance 2025 revisited7 Beth Kaplan and David Cutbill,“Mission possible:Rebooting the contro
120、llership franchise,”Deloitte Dbriefs webcast,March 25,2021.8 Marcela Presecan,“Five levels of organizational maturity:Performance management perspective,”Performance Magazine,April 8,2021.EndnotesThe controllership function is more critical to organizational delivery than ever.For businesses to rema
121、in competitive in todays complex,fast-paced,and data-based landscape,controllership functions need to remain stewards of financial data while also serving as value creators,leveraging financial and nonfinancial data to deliver strategic insights Stepping into the future of controllership means recog
122、nizing where you are,defining where you need to be,and developing a road map to reach the destination Controllership functions and their teams should prioritize and begin or accelerate their transformation journeys.Building a team to drive a function that utilizes automation tools,alternative delive
123、ry models,and advanced analytics while remaining the standard for governance and compliance is essential to realizing transformation goals Leading organizations recognize the competitive advantage of having a controllership function that has an influential seat at the decision-making table.To sit in
124、 that seat,controllership functions should be prepared to contribute to the achievement of strategic objectives efficiently and materially and,where appropriate,play leading roles in the redefinition of operating models and product and service offerings The onus is on controllers,CFOs,and VPs of fin
125、ance,as well as directors,managers,and analysts,to take action to propel their functions transformation journey forward.Elevating controllership into this new paradigm can present the undeniable value of the functions role and drive a more resilient,efficient,and agile controllership into the future
126、Stepping into the future of controllership|From accounting to insight16About the authorsKyle CheneyKyle Cheney is a leader in Deloitte&Touche LLPs Controllership practice with more than 20 years of financial accounting and consulting experience.Kyle has extensive experience in initiatives designed t
127、o improve controllership capabilities with automation,governance,and process efficiency.He specializes in accounting information science,comprising the design of effective and efficient financial systems for global,complex companies.His related technology automation experience includes in-memory cor
128、e financial systems,close and consolidation software,and accounting process automation.Kyle is a certified public accountant(CPA)in the state of Ohio and is a member of the American Institute of Certified Public Accountants(AICPA).He also holds a Master of Science in Management Information Systems.K
129、yle can be reached at Beth Kaplan Beth Kaplan is a managing director with Deloitte&Touche LLP and also serves as the director for Deloittes Center for Controllership Beth has more than 35 years of experience as an auditor,CFO/controller,and financial operations consultant Beth specializes in helping
130、 the controllership function improve overall finance processes,reduce cost of delivery,and/or reduce risk.She has served some of the largest global and national organizations as they transform their controllership function due to mergers,accounting changes,and systems transformation.As a thought lea
131、der in operational finance and controllership,she is a frequent contributor to Deloittes content for the Center for Controllership and hosts the Controllership Perspectives Dbriefs series on relevant topics,including the changing role of controllership,process automation,and talent of the future Bet
132、h holds a Bachelor of Science in Accounting from California State University,East Bay,is a CPA licensed in California,and is a chartered global management accountant(CGMA).She can be reached at David CutbillDavid Cutbill is a principal with Deloitte&Touche LLP and leads Deloittes Marketing and Adver
133、tising Risk Services,which provides brand and advertising assurance services to chief marketing officers across traditional and digital media The services focus on brand protection,media measurement and performance,transparency across the advertising value chain,and information security and privacy.
134、He has worked in the media and entertainment industry for more than 30 years,living in both Europe and the United States.He has worked for companies across the full advertising ecosystem from global advertisers and large agencies to the major broadcasters and publishers,from traditional to search,so
135、cial,and online media platforms David spends much of his time advising individual clients,but he also facilitates industry conversations,speaking at and attending industry conferences.In this leadership role,he is focused on understanding the changing dynamics of the marketplace,developing solutions
136、,and helping clients achieve their goals David holds a degree in Math and Computing from Durham University and is a chartered accountant.He can be reached at Stepping into the future of controllership|From accounting to insight17Loreal JilesLoreal Jiles is vice president of research and thought lead
137、ership for IMA.In this role,Loreal advances the management accounting profession through robust research initiatives that deliver actionable insights to accountants and financial professionals in business She also contributes to the preparedness of the future leaders of the profession by strengtheni
138、ng the global academic offering of collegiate accounting programs through collaborative research projects,accounting curricula advisement,and oversight of the IMA Higher Education Endorsement Program.Loreal joined IMA as director of research,digital technology and finance transformation following ne
139、arly 15 years in the energy industry in a host of roles spanning accounting,digital technology,financial reporting,change management,auditing,and planning and performance management,including leading a robotic process automation implementation in a finance organization.Loreal is a former member of t
140、he IMAs Global Board of Directors and has authored dozens of articles and research reports across global media outlets Loreal holds a Bachelor of Science in Accounting from Southern University in Baton Rouge,Louisiana,and an MBA from Tulane University.Loreal can be reached at Loreal.Jilesimanet.orgK
141、ate Gates Kate Gates is a consultant with Deloitte&Touche LLP and serves as the IMA sponsorship lead with Deloittes Center for Controllership.Kate has experience as an IT specialized assurance and controllership consultant She specializes in digital finance transformation engagements for life scienc
142、es and health care clients.Kate holds a Bachelor of Science in Accounting and Supply Chain Management from the Darla Moore School of Business and is a CPA licensed in Illinois.She can be reached at Stepping into the future of controllership|From accounting to insight18About the surveyYears of experi
143、enceCompany size(number of employees)Company industryDemographic summaryQ2Q5Q4Less than 5 yearsLess than 100Consumer and Industrial products510 years101500Energy and Resources(includes power and utilities)1120 years5011,000Financial and other business servicesMore than 20 years1,00110,000Government
144、and Public ServicesI have not worked in the accounting and finance professionMore than 10,000Life Sciences and Health CareTechnology,Media,and TelecommunicationsOther(please specify)14%17728%33714%17723%27226%34610%12143%57120%2323%4319%23025%1776%17721%2527%83 7%89 8%9226%304Stepping into the futur
145、e of controllership|From accounting to insight19Job titleDemographic summary(contd)Q7Accountant/AnalystFinance or Accounting ManagerFinance or Accounting DirectorController/ComptrollerExecutive Officer or Vice-PresidentC-level executiveOther(please specify)20%24218%20910%12421%24610%12114%161Company
146、 size(annual revenue)Q6Below 10 million USD10 million to 100 million USD101 million to 1 billion USD1 billion to 10 billion USDOver 10 billion USDI would rather not say.21%24729%34816%18612%146 10%12012%145RegionQ8USCanadaAsia-PacificEuropeIndiaMiddle East&North Africa56%6693%308%967%848%9818%2117%8
147、9 This publication contains general information only and the authors are not,by means of this publication,rendering accounting,business,financial,investment,legal,tax,or other professional advice or services.This publication is not a substitute for such professional advice or services,nor should it
148、be used as a basis for any decision or action that may affect your business.Before making any decision or taking any action that may affect your business,you should consult a qualified professional advisor.The authors shall not be responsible for any loss sustained by any person who relies on this p
149、ublication.In addition,this publication contains the results of a survey conducted by Deloitte and IMA.The information obtained during the survey was taken as is and was not validated or confirmed by Deloitte or IMA.As used in this document,“Deloitte”means Deloitte&Touche LLP,a subsidiary of Deloitt
150、e LLP Please see wwwdeloittecom/us/about for a detailed description of our legal structure.Certain services may not be available to attest clients under the rules and regulations of public accountingCopyright 2022 Deloitte Development LLC.All rights reserved.2022 Institute of Management Accountants,10 Paragon Drive,Suite 1,Montvale,NJ 07645